2.12 Creating a Yardstick: Developing a Performance Measurement System
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2.12 Creating a Yardstick: Developing a Performance Measurement System
- 1. Performance Measurement Some Handy Thoughts Iain De Jong OrgCode Consulting, Inc.
- 4. Interactive Options @orgcode [email_address]
- 5. Intro/Definitions of Performance Measurement
- 14. Ingredients for Successful Performance Measurement
- 15. Intensive Supports Mid-level support Little If Any Support Homeless Population – Not Homogeneous “ Funnel” Of Homeless Services Intake & Assessment – Acuity Determined
- 16. Driving Change Through Performance Measurement 2009 2019
- 27. When We Know We Need to Focus on Performance Measurement
- 34. Example of Performance Indicators by Program Type Prevention Outreach Emergency Shelter Transitional Housing Rapid Re-Housing Permanent Supportive Housing Number of Unique Individuals Served Successful Housing Outcomes Average Length of Stay Recidivism Successful Income Outcomes Direct Client Assistance Utilization Occupancy
- 49. Priority setting, coordinating performance measurement across the system; metrics to look at
- 50. Performance Measurement & HEARTH, PM TOOLS
- 51. Q & A
- 52. Iain De Jong OrgCode Consulting Inc. 416-432-0410 [email_address] @orgcode www.orgcode.com Susan McGee Homeward Trust 780-496-6035 [email_address] @susanmcgee www.homewardtrust.ca Kim Walker Center for Capacity Building National Alliance to End Homelessness 202-942-8292 [email_address] www.naeh.org Amanda Sternberg Homeless Action Network Detroit 313-964-3666 x4201 [email_address] www.handetroit.org
Editor's Notes
- Comes from surveys we have done in communities that are prepping for HEARTH. This may be different in your community, but we have certainly seen consistency. When we review these with senior leaders in communities – even Executive Directors, HMIS administrators and the like – I think some people shake their head in agreement, while others are a bit shocked at times.
- The key is to do this for the SYSTEM AS A WHOLE, as well as individual organizations within the system. No point everyone going rogue and doing their own thing. Kim is going to talk more about thinking like a service system in the context of HEARTH and moving beyond just HUD-funded programs.
- Lingle wrote Bullseye!
- Too often organizations or communities have been collecting oodles of data without knowing why they are doing it or what it is going to tell them. I say articulate in one sentence what your organization intends to do and the change it seeks to create. If you have good objectives and good measures for those objectives then you are actually testing whether the change that you want to see (say, ending chronic homelessness) is actually happening. Believe it or not, with enough cheerleading data collection, analysis and use to improve performance can be motivating and – dare I say it – fun! I look for data to be used and performance measurement to occur top to bottom and bottom to top within an organization. I love seeing Boards use data to make decisions and staff wrestle with what information is saying to that they drive improvement. . If frontline staff don’t see themselves reflected in the system, they simply won’t use it or they will lie or a combination of both. Recent surveys we have done show that at least 1 in 5 organizations have had staff that have felt this way. Oh, and do clients see value in having their information collected and analyzed? A solid incremental approach is better than starting with a monstrous performance measurement design that fails because of its own weight. Building over time and getting better over time is entirely acceptable – and encouraged.
- " If you can't describe what you are doing as a process, you don't know what you are doing." - W. Edwards Deming "In God we trust, all others bring data." - W. Edwards Deming
- " An acre of performance is worth a whole world of promise." - William Dean Howells